Persuading the Bear How to Influence Without Authority€¦ · Persuading the Bear How to Influence...

Persuading the Bear How to Influence Without Authority

Sapir Consulting US, Boston MA www.michaelnir.com 1

Michael Nir [email protected]


Presentation – PMI Milwaukee 2018 PDD

Michael Nir President Sapir Consulting

President @ Sapir Consulting US

As an Agile Leadership Expert and

Executive Coach, Michael’s initiatives

with one Fortune 100 company are:

• Saving over $12 million in program

costs

• Completion dates more than a year

ahead of schedule.

While focusing on the ‘right’ scope!

Michael Nir Influencing Art - getting our view across




Persuading the Bear? A Story of Influence

Conflicting Directions How To Influence a Bear




Don’t Eat Me

Bill or Lauren from Finance

So Similar to Our Situations…




The Story of Jack

To depict best practices for winning influence

without authority

To impart you with practical methods to

increase your personal influence power

Where do you need to influence when

you lack authority?

Discuss With The Person Next To You




What are strategies you use to influence

when you lack authority?

Discuss With A Person Across the Room

4 components of Influence without Authority

• Situation (Observe)

• Perception (Orient)

• Decision (Decide)

• Strategy (Act)

– US Air Force Colonel John Boyd OODA loops




Situation – Matrix Org

Situation – Observe

How do I understand the situation?

The way I see it

“Reality”

The way others see

it




How Much Can I Influence the Situation?

Trust

Ag

ree

me

nt

Allies Accomplices

Opponents Adversaries

Assess Trust and Agreement




Get that laptop

Brave volunteer

Worst experience of your life

Perception – Orient

What I believe in, how I perceive it, how I think that others

perceive it/me

• Create a persona – someone you dislike working with and

need to work with

• Once completed – write down 5 words that summarize the

persona communication and influencing style




People View From Different Perspectives

What is Important to You?




What do You Perceive is Important to Them?

How Does It Impact How

You’ll Influence Them?

Moving Away from Patterns

These 5 words!

• Emotional

• Pattern

• Projecting

• The You in them

Influence enabled when we move from these words




Increasing Freedom

• How we provide excuses for ourselves

• How we blame others

• Review the Persona – identify 3 ‘environmental excuses’

Decision – Decide

How much do I need to move away from my comfort zone,

from behaviors that I am comfortable with

Examples of Energy / Style / Behavior

• Push and Pull

• Which does the persona use

• Which do you use




Push Persuading

Proposing – “I propose …”, “I suggest …”, “It would be a good

idea if …”

Consider whether to use the active or the passive tense

depending on the seniority of those involved, i.e. passive

tense

“The circumstances suggest this is the better approach….”

Reasoning - “For the following two reasons…”

Push Asserting

What you like / want / need.

Explore the difference between the use of the three different

terms:

• “I would like you to do …”

• “I want you to do …”

• “I need you to do …”

Each have a different tonality – so consider how you use them,

e.g. “I need you to …” is quite strong, so use that less

frequently, when it is your intent to be strong.




Push Asserting

Explore use of “I”, use of pause for dramatic impact - most

people have the urge to fill a silence - and increase the

pressure to comply with the request.

Direct Feedback

• “I like the way ...”

• “I don’t like the way ...”

Push Asserting

Incentive

“If you do this, then I will …”

Consider that recognition of an individual and their importance

in the team can be a significant incentive.

Listening carefully so you establish their needs and find a way

to meet that need.




Push Asserting

Pressure

“I see you need xyz, so if you do this I will be able to give

you xyz”

“I need this to happen. If it does not happen, then x will be

the consequence …” (Pressure)

A very powerful form of this is consequence assertion. Where

you state consequences that will occur if something doesn’t

happen.

Always Consider Cultural Implications

Pull Involving

Encouraging

Use of people names if appropriate

General good open questions to get a group’s views; use of

names to get an individuals view, use of 3-step approach

• Tell Me

• Explain to me

• Describe to me




Pull Involving

Sharing Feelings

You can express feelings directly and when used appropriately

can be powerful, as they are often left unsaid.

Articulating your feelings can get people to respond well,

particularly if linked to gestures.

E.g. “I feel helpless” (said with hands open, palms facing the

individual) is a more submissive gesture that 9 times out of 10

will ensure the individual helps you! Clearly to be used

sparely, but can be effective in breaking a deadlock and

gaining a concession.

Pull Inspiring

Painting a picture

Use metaphors, stories, real life examples etc where you

cannot use a literal visual or paint a picture with words easily

Common interests

Summarize in particular words said with feeling as these often

give the best clue to the person’s real agenda.

- Repeat the last words…

- Summary of the idea in your own words




Pull Involving

Listening

Paraphrasing and reflection. Allow time for the

talker to adjust

what they have said in response you your

reflection.

Reduce – Withdrawing

Disengaging

Cup of tea, break, adjourning a disciplinary after hearing the

facts for 24 hours to take time to check them out

Opting out




Away from Comfort Zone

What words / phrases should I use?

Am I comfortable using them?

Can I combine the Push/Pull strategy with the Level of ‘enthusiasm’ barometer?

Can I combine the Push/Pull strategy with the specific group I am influencing?

Get that raise

Brave volunteer

Worst experience of your life




Strategy – Act

What strategies do I use

• With your team brainstorm strategies to

– Influence

– Say ‘NO’

• Be prepared to share

• Radical Influencing – volunteer with instructor

Process – Facts, Data

People – Needs, Values

Action – Objective

Idea – Concepts, Creativity

Directive

Res

po

ns

ive

High Assertiveness,

control, force

High Sensitivity,

feelings, relationship

Adapt Your Influence Style




Energy – moving with, empathetic

Actions – sharing, listening

Outcome – understanding

Key words – people, needs, sensitivity,

relationships, beliefs, co-operation,

team spirit

Cultures – Asia, Japan, social

professions, HR, health and education





Directive

Resp

on

siv

e

People Style – Building Understanding

Energy – moving together, inspiring

Actions – connecting, envisioning

Outcome – cooperation

Key words – concepts, innovation,

potential, creativity, possibilities

Cultures – France, R&D, project

leadership, younger generation (why are

we doing it, asking questions as a norm)





Directive

Resp

on

siv

e

Idea Style – Building Cooperation




Energy – moving at, debating

Actions – proposing, reasoning

Outcome – solution

Key words – facts, details, procedure,

observation, proof, planning, analysis

Cultures – central Europe, engineering,

accounting, oil and chemicals,

government, manufacturing, pharma





Directive

Resp

on

siv

e

Process Style – Building Solutions

Energy – moving against, bargaining

Actions – demanding, exchanging

Outcome – deal

Key words – results, objectives,

performance, deals, challenges,

decisions

Cultures – US, Australia, sales, retail,

consumer goods, senior managers





Directive

Resp

on

siv

e

Action Style – Building Deal




Agree the facts – Process

Work out what logic suggests – Process

Discuss the different possibilities –

Idea

Check out potential people's reactions – People

Recommend a course of action – Action

Influencing the Styles – the Z Model

How To Influence a Polar Bear?




Radical Influencing and NO

• Drive for empathy – create trust

• Mirror mirror on the wall – repeat words, use body language

• Label the feelings – call them out

• Summarize to get to a “that’s right”

• Use questions to uncover - “How am I supposed to do that”

• Use biases to your advantage

• Ignore; use ‘AND’, say that’s interesting, say I am curious to understand

Radical Influencing – Lab Practice

• Find a new partner to collaborate with;

• Offer a tough scenario from your work environment / social and

debrief your partner;

• Ask them to play the role of the person you’re going to influence (in

the real world);

• Practice the scenario – select one of the concepts from the pervious

slide – at least 4-5 minutes;

• Take a minute to write down how it was for you – share with the

partner and ask for feedback.




4 components of Influence without Authority

• Situation (Observe)

• Perception (Orient)

• Decision (Decide)

• Strategy (Act)

– US Air Force Colonel John Boyd OODA loops

The Agile PMO – great results NOW

• Workshop – Certification

• Coaching

• Video sessions

Next Steps




Connect with Michael LinkedIn

[email protected]

Place Yourself

Assertive

People

Responsive

Task

mailto:[email protected]




Influencing

INFLUENCING IS – The effect of one person or

thing on another and the power of a person to

have such an effect.

This is about someone or something swaying our

way of thinking through our behaviors, position,

etc,

Persuading

PERSUADING IS – To induce, urge or prevail upon

successfully. To cause to believe. To convince

through reason.

This is about our ability to convince others to our

way of thinking through our reasoning or

argument

Date post:	12-Jun-2020
Category:	Documents
Upload:	others
View:	3 times
Download:	0 times

Persuading the Bear How to Influence Without Authority€¦ · Persuading the Bear How to Influence...

Documents